8 Northumberland Avenue • London • Friday 27 September 2013
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BEST FACTORY AWARDS
Contents
3
Foreword
Eaton Production International
25
Best Factory Awards director Dr Marek Szwejczewski
As part of a $21 billion, 115,000-employee global
on the finest factories and their drive for excellence
enterprise, Worksop-based Eaton Production International
knows it has to perform. And it certainly does
4
Welcome
Toyota Material Handling’s Tony Wallis
Siemens Industry Motion Control
Works Management editor Max Gosney
Forget the management speak – people really can be your
27
best asset, as proved by all-conquering variable speed
Sponsors
5
drive manufacturer Siemens of Congleton
Awards and winners
6
Tharsus Group
29
In just 10 years, Tharsus has evolved from a £1 million
Sony UK Technology Centre
9
The accommodation of 50% more workload in man-hours
‘metal basher’ into an £11 million pioneer in a service
known as OEDM. Intrigued? You should be
over the past two years at Sony UK Technology Centre has
reaped abundant rewards, the latest of which is the
Tata Global Beverages
coveted Factory of the Year 2013 prize
The nation’s largest producer of teabags is the Eaglescliffe
31
plant of Tata Global Beverages, from where its famous
Fujifilm Speciality Ink Systems
15
A £3m investment in a new plant twinned with a
Tetley brand commands an impressive 28% of the UK
market
determination to get the best out of its people has helped
DS Smith Packaging
this Broadstairs plant reinvent itself in the digital ink age
32
Producing 140 million boxes a year, there’s no room for
Milliken European Airbag Products
17
An adman in Mad Men might have come up with the line:
slack performance at the UK’s undisputed leader in
corrugated packaging
‘Milliken, you can bet your life on it.’ It would be a fittingly
American turn of phrase for what is an archetypal
Autoglym
American family business. It also has the ring of truth
Autoglym is on a mission to make the world’s most
33
successful vehicle care products – and judging by progress
Bosch Thermotechnology
19
to date, its journey is well advanced
A lot of manufacturing plant managers proudly boast that
their plants are world class, customer focused, innovative
Herman Miller
and make products of the highest quality. Not so many
Shipping £90 million of goods every year from its
come up with such ample proof of these hard-won
Chippenham facility puts Herman Miller in the premier
attributes
league of office furniture manufacturers
EMS Radio Fire & Security Systems
21
34
Vi-Spring
35
Tumbling leadtimes, innovative product ventures and a
Founded in 1901, Vi-Spring is the “inventor of the modern
shopfloor passion for PDCA have put this SME head and
bed”, an ethos it has transferred admirably into the annual
shoulders above its larger rivals
production of 135,000 mattresses
Cummins Power Generation UK
23
Power generation as part of Cummins Inc represents 16%
of revenue generated by five global sites. The only plant in
Europe is at Manston, Kent. And quite a plant it is
Published by Findlay Media, Hawley Mill, Hawley Road, Dartford, Kent DA2 7TJ T:01322 221144 www.findlay.co.uk
Editor: Laura Cork Winners’ stories: Max Gosney, Ken Hurst and Steed Webzell
Photography: Donald MacLellan, Iain McLean, Charles Milligan, Dean Smith and Andy Tucker
2-BFA
www.bestfactoryawards.co.uk
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BEST FACTORY AWARDS
Foreword
Top of the class
Dr Marek Szwejczewski reveals some of the factors that have set apart this
year’s Best Factory Award winners from others in the sector
F
ollowing several lacklustre years, the economic indicators suggest that UK
manufacturing is finally showing signs of continued growth. While the 2013 Best
Factory Award winners have not been totally immune from the impact of the last five
years, they have been diligent in their unrelenting drive for excellence. The Best Factory
Awards provide us with a great opportunity to recognise and reward those excellent
factories that have quietly and consistently improved their operations, and created worldclass plants.
Reviewing this year’s best factories, it is possible to see common traits and trends.
One of the encouraging trends that can be seen this year is that manufacturing is coming
home. Several of the plants have been able to attract production to the UK due to
competitive labour cost, skilled employees, workforce flexibility and excellent quality. This
movement has also been influenced by customers who demand short lead times and it
has gone along with increasing transportation costs and pressure to reduce stocks in the
supply chain – all making a strategy of manufacturing offshore no longer attractive.
As in previous years the winners had a clear manufacturing strategy, which was
cascaded down the organisation to the factory floor. They were customer focused and
continuous improvement was part of their culture – just something they naturally did.
The factories also shared several other characteristics that were prominent this year.
The best factories have been cutting their inventory levels: not just WIP, but raw
material and finished goods stock levels. This has been achieved by reducing batch
sizes, improved planning and implementing pull production.
“drive
The winners have improved their factories’ flexibility by compressing lead
times, reducing set-up times and developing multi-skilled workers. This
characteristic has given them a competitive edge compared to
for excellence”
competitors in other countries, where flexibility is not valued and
employees are reluctant to work flexible hours or weekends.
Many of the winners have adopted Six Sigma and integrated it into their established
lean manufacturing system. In fact, the use of lean and Six Sigma is becoming the norm in
many sectors.
One of the reasons behind the winners’ success has been the fact that they have
constantly innovated – by developing new products and, importantly, through process
innovation.
The factories have also reduced their energy consumption; through various simple
actions combined with investment in technology and equipment, firms have been driving
down their costs and helping to improve the bottom line.
The winning factories show that manufacturing excellence is achieved by the
commitment and actions of the workforce and management. We are proud to
acknowledge and celebrate the achievements of the 2013 Best Factory Award winners.
Dr Marek Szwejczewski
Director, Best Factory Awards
Cranfield School of Management
www.bestfactoryawards.co.uk
BFA-3
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BEST FACTORY AWARDS
Welcome
Best of British
F
or the fourth successive year, we are proud to be associated with the Best Factory Awards as headline sponsor. This also our
eighth year of involvement with the awards, during which time we have seen a massive change in the world economy with
unprecedented pressure on business efficiency in order to survive. It is heartening to see that British manufacturing is emerging from
the recent recession in such fine form – the sector is playing a vital role in the UK’s economic recovery.
As the world’s number one manufacturer of materials handling equipment, our business is driven by the Toyota Production System
(TPS) which focuses on quality, cost reduction and on-time delivery. TPS has enabled our business to grow and develop despite the
harsh economic climate, so when I am asked about our involvement with the Best Factory Awards, it is for the same reasons. British
factories are embracing lean technology and processes more than ever – and they are reaping the rich rewards of creating worldclass products, with a strong focus on cost and customer service.
By being associated with the awards programme, we can give something back to this industry, recognising those businesses that
make a difference and are rightly proud of their achievements.
The Best Factory Awards have a superb reputation for the professional assessment criteria applied by the judges from Cranfield
School of Management – to be shortlisted among this stellar group is truly something special. What’s more, every site that enters will
gain a valuable insight of how they can improve, thanks to the benchmarking report that each entrant receives.
It is a privilege to attend the awards ceremony and to feel the tension, atmosphere and anticipation of all those waiting to find out
what they have won. We are delighted to be part of a programme that celebrates passion, commitment and British manufacturing
excellence.
Tony Wallis
Sales and marketing director, Toyota Material Handling UK
Eight seen nothing yet
O
lá, namaste and ni hao. This year’s Best Factory Awards mark the launch of an all-new export prize, where we celebrate UK
manufacturing’s great international adventurers.
It is apt, therefore, that the 2013 BFAs will be held for the first time in the surrounds of London’s 8 Northumberland Avenue,
because eight is considered a very lucky number in the most idolised export market of them all, China.
In China, when pronounced in the native tongue, the number sounds very close to ‘fortune’. So adamant are the Chinese of the
feted power of eight that a telephone number featuring all eight digits reportedly sold for more than £200,000 in Chengdu.
The Chinese are definitely on to something here. Many of our finalists who come to 8 Northumberland Avenue have found their
luck to be very much in, amid the whir of rickshaws. The headlines may centre on the export success of British-made luxury cars
among wealthy Chinese businessmen. Yet, in reality, cool Britannia has reached out from beyond the backseat of the latest Range
Rover Evoque and into the hearts of wider Chinese society.
UK-made goods are a byword for quality and spark something akin to Beatlemania in Beijing and beyond. From UV inks to
packaging, she loves you and you know you should be glad. Yet, at an industry-wide level, our manufacturing exports disappoint. The
trade deficit stands at £8.2 billion and we haven’t had a surplus since 1984. We lag behind Germany and France in exports to
supercharged BRIC nations. On current form, BRIC exports won’t make up the majority of our orders until 2047.
We can’t simply sit back and wait out the next 34 years. If we’re serious about rebalancing our economy, we have to translate the
success of our 14 finalists to national level. The world waits for no manufacturer.
Max Gosney
Editor, Works Management
4-BFA
www.bestfactoryawards.co.uk
▼
BEST FACTORY AWARDS
Sponsors
Works Management and Cranfield School of Management greatly appreciate
the support of the sponsors of the Best Factory Awards 2013
EAL is the specialist awarding organisation for
Epicor Software Corporation is a global leader,
industry qualifications.
delivering inspired business software solutions to
EAL is the only awarding organisation to invest in
manufacturing and other industries. With over 40 years
Toyota Material Handling UK is very proud to be
the industries it serves and the careers of those who
of experience serving small, midmarket and larger
sponsoring the Best Factory Awards.
work within them, and as such is delighted to be
enterprises, Epicor has more than 20,000 customers in
sponsoring this year’s Best Factory Awards.
over 150 countries. Epicor’s systems include enterprise
Home to the world’s best-selling forklifts,
powered warehouse trucks and unique hand
resource planning (ERP) and supply chain management
pallet trucks, we offer a single point of contact for
(SCM), and enable companies to drive increased
all your materials handling needs. Whatever your
size of business, from a single truck user to some
efficiency and improve profitability.
www.eal.org.uk
www.epicor.co.uk
operator training, genuine parts and unbeatable
IOSH was founded in 1945 and is the only chartered
Lloyds Bank is committed to UK manufacturers and
sales and service support tailored to your
body for health and safety practitioners. With more
focused on supporting them by committing an
business needs. Toyota has the resources and
than 40,000 members, we’re the world’s largest
additional £1 billion of lending for manufacturers to
experience to provide the best possible service to
health and safety membership organisation.
drive growth in the sector. We have invested in a team
of the biggest names in manufacturing, we have
the product and support services to be a strong
business partner.
As a direct organisation, Toyota is able to offer
unrivalled levels of support, consisting of worldclass products, fleet management, short-term hire,
its customers throughout the UK.
As the acknowledged guardians of health and
of relationship managers throughout the UK who are
safety competency our mission is to see a world of
trained and accredited in manufacturing awareness by
work that is safe, healthy and sustainable through a
the Warwick Manufacturing Group, ensuring they have
pragmatic approach to health and safety legislation
sector-specific knowledge and greater understanding of
and practice.
manufacturer's commercial business banking needs.
www.iosh.co.uk
www.lloydstsb.co.uk/manufacturing
PEME is an exceptional engineering company that
helps clients to maintain, improve and expand
production assets. PEME enhances the reliability, safety,
productivity and profitability of plant assets through
integrated engineering services including: maintenance
outsourcing, project installations, condition monitoring,
reliability improvement, mechanical & electrical design
and process software solutions.
PEME has a proven track record, working with
many chemical, food and automotive manufacturers
and utility companies across the world.
www.peme.co.uk
Manufacturing continues to changes at an accelerating
pace and higher standards of excellence are necessary.
Today’s ‘world class’ will not be a differentiator in
tomorrow’s world, just a mere qualification to take part.
Progress depends on knowing what to do next.
There is no better place to learn than from others
who recognise the necessity to be the best.
The BFA process allows you to rub shoulders with
the best manufacturing companies in the UK. That is
why PP sponsors the Best Factory Awards 2013.
www.powerpanels.uk.com
QiSOFT is proud to sponsor the Best Factory Awards
and to be involved in such a celebration of UK
manufacturing. The passion, focus and determination of
those involved is inspiring, especially given current
economic pressures.
Our manufacturing intelligence software helps
leading local and global manufacturers such as De La
Rue, Unilever and Douwe Egberts to drive
improvements in product quality; reducing waste and
optimising production for happier customers and
higher profits.
www.qisoft.com
Established in 1993, S A Partners is a global provider of
As sponsor of the Best Process Plant, Schaeffler UK is
Organised by:
lean consulting and training.
committed to supporting process plant improvement
Call Toyota on 0870 850 1409 or visit the
website.
www.toyota-forklifts.co.uk
We work with our clients giving them the power to
activities. By advising on the most appropriate
improve, enabling them to lead their own continuous
condition monitoring tools and techniques, Schaeffler
improvement activities. We train, coach and mentor so
can help eliminate the risk of unplanned downtime and
they can drive change themselves.
maximise plant productivity. As UK subsidiary of an
This is key factor in how a sustainable legacy is
international manufacturing group employing over
created. Strategic direction is provided, coupled with
76,000 people in 180 locations, Schaeffler is a leading
hands-on implementation to guide cultural and
manufacturer of precision bearings and automotive
organisational transformation using lean thinking.
engine components and systems.
www.sapartners.com
www.schaeffler.co.uk
www.bestfactoryawards.co.uk
www.worksmanagement.co.uk
www.som.cranfield.ac.uk
BFA-5
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BEST FACTORY AWARDS
2013 Best Factory Award
Factory of the Year 2013
Best SME
Sponsored by Toyota Material Handling UK
Sponsored by Lloyds Bank
Winner:
Winner:
Sony UK Technology Centre
Tharsus Group
Best Process Plant
Highly Commended: EMS Radio Fire & Security Systems
Sponsored by Schaeffler
People & Skills Development Award
Winner:
Sponsored by EAL
Fujifilm Speciality Ink Systems
Winner:
Best Engineering Plant
Siemens Industry Motion Control
Sponsored by PEME
Highly Commended: Tata Global Beverages
Winner:
Supply Chain Award
Bosch Thermotechnology
Winner:
Best Electronics & Electrical Plant
Milliken European Airbag Products
Sponsored by PP Electrical Systems
Winner:
Highly Commended: DS Smith Packaging
Sony UK Technology Centre
Highly Commended: Eaton Production International
Highly Commended: Siemens Industry Motion Control
Best Household
& General Products Plant
Sponsored by QiSOFT
Winner:
Milliken European Airbag Products
Highly Commended: DS Smith Packaging
Highly Commended: Tata Global Beverages
Most Improved Plant
Sponsored by S A Partners
Winner:
Cummins Power Generation
Highly Commended: Fujifilm Speciality Ink Systems
Export Award
Winner:
Cummins Power Generation
Highly Commended: Fujifilm Speciality Ink Systems
Headline sponsor
6-BFA
Supported by
www.bestfactoryawards.co.uk
▼
BEST FACTORY AWARDS
Awards and winners
winners
Health & Safety Award
Sponsored by IOSH
Winner:
Bosch Thermotechnology
DS Smith
Packaging
Highly Commended: EMS Radio Fire & Security Systems
▼
Innovation Award
Livingston
Sponsored by Epicor
Winner:
Tharsus Group
▼
Sony UK Technology Centre
Highly Commended: Bosch Thermotechnology
Tata Global
Beverages
▼
Energy & Environment Award
Winner:
Stockton-on-Tees
Milliken European
Airbag Products
Eaton Production International
Highly Commended: Bosch Thermotechnology
Highly Commended: Sony UK Technology Centre
Blyth
▼
Bury
Siemens Industry Motion Control
Congleton
Eaton Production
International
▼
▼
Worksop
Judges’ Special Award
Sponsored by Cranfield School of Management
Bosch
Thermotechnology
Winner:
Tata Global Beverages
Highly Commended: Autoglym
Highly Commended: Herman Miller
Highly Commended: Vi-Spring
▼
Sony UK
Technology Centre
Pencoed
▼
Worcester
Herman Miller
▼
Chippenham
Autoglym
▼
Letchworth
Fujifilm Speciality Ink Systems
Broadstairs ▼
Vi-Spring
▼
Plymouth
EMS Radio Fire & Security Systems
Herne Bay
Cummins Power Generation UK
Ramsgate
www.bestfactoryawards.co.uk
BFA-7
+LJKO\HI¿FLHQWEXVLQHVVHV
GHVHUYHKLJKO\HI¿FLHQWSDUWQHUV
Toyota quality
forklifts &
warehouse
trucks
Help to
drive down
costs in your
operation
Call us today
0870 850 1409
or visit
By improving
HI¿FLHQF\
& safety
www.toyota-forklifts.co.uk
National 24/7
service and
parts
coverage
Short-term and
long-term
rental solutions
@ToyotaMH_UK
company/toyotamaterial-handling-uk
ToyotaMHUK
Fleet
Management
Solutions
Operator
Training
Academy
▼
BEST FACTORY AWARDS
Sony UK Technology Centre
Winner: Toyota Material Handling Factory of the Year 2013
Winner: Best Electronics & Electrical Plant
Winner: Innovation Award
Highly Commended: Energy & Environment Award
The big picture
The accommodation of 50% more workload in man-hours over the past two years at Sony UK Technology Centre has
reaped abundant rewards, the latest of which is the coveted Factory of the Year 2013 prize
I
t’s been quite a year for the Pencoed
facility of Sony UK Technology Centre
(Sony UKTec). In line with its mid-range
plan through to 2015, the plant has
implemented a multi-point strategy of
attack that’s witnessed new ‘whale-sized’
business wins, greater process innovation
through automation, increased tenant
occupation within its Business Incubation
Centre and the introduction of overheadcost-down initiatives. These aims and many
others have been achieved with close ties
to divisional objective matrices and
individually defined goals; pretty
impressive for a factory that only
diversified away from television
manufacture as recently as 2004.
When this 350-employee facility first
commenced the production of broadcast
and professional camera systems, it had a
mountain to climb. Shifting from highvolume, short takt time television
manufacture, to low-volume, multiplemodel camera systems meant increasing
its skills base, engendering greater staff
engagement and essentially redesigning its
entire manufacturing operation.
A good measure of the plant’s success
is reflected by its ever expanding list of
customers and markets. The company’s
renewable energy. In total, 86% of
Commanding the attention of 22 operators,
completed products at Pencoed are
peak operating rates are in the order of
exported.
Arguably the biggest success story of
48,000 a week. However, if the Raspberry
Pi is the aforementioned ‘whale’, then
broadcast camera systems are now used
2013 surrounds the Raspberry Pi, a credit-
there are plenty of big fish besides when it
by household names such as the BBC, ITV
card-sized, single-board computer released
comes to the uptake of collaborative
manufacturing services at Pencoed.
and Sky Sports, as well as international
last year for the intention of teaching basic
giants like NBC, CNN and Fox Sports, to
computer science in schools. Faced with
name but a few. In turn, this has inspired
some “challenges” emerging from the
Previously manufactured in China, the
CyDen intense-pulsed light hair removal
diversification into contract manufacturing
decision to manufacture initial volumes in
device commenced production at Sony
markets such as medical electronics and
China, the Raspberry Pi Foundation heard
UKTec 12 months ago using 16 operators.
about the collaborative contract
Similarly, LRL energy-efficient street
manufacturing services offered at Sony
lighting arrived at Pencoed after its
UKTec.
“We did some analysis and put forward
a production solution, along with a
engaged on this product. Through
successful bid for the contract,” states
innovative use of existing space at
Richard Wilkins, senior manager and head
Pencoed, all of the new third party
of plant quality and innovation at Sony
products have been introduced without
UKTec. “The Raspberry Pi now has its own
increasing overheads.
production area that exploits Sony skills
and procedures, and all the quality benefits
this affords.”
Since Q3 2012, Pencoed has shipped no
fewer than 1 million Raspberry Pi units.
www.bestfactoryawards.co.uk
Canadian owners wanted a European
partner. Seven Sony UKTec operators are
Aside from the success of its third
party contract manufacturing, the
production of system cameras for outside
broadcast and studio use remains core
business at Pencoed. Engaging 103
»
BFA-9
Innovation
Inspires James.
James B. Age 52.
CEO and sunday league coach.
Epicor Inspires
Innovation
James knows that Epicor manufacturing software
inspires efficiency at his company by connecting people,
processes, and applications for an agile manufacturing
operation. That’s why James—and more than 20,000
global customers—rely on the innovative, industryfocused software that synchronises supply, demand,
and fulfillment to drive new, industry-leading levels
of business performance for his company.
Learn more about ERP and MES designed specifically
for manufacturing.
epicor.com/uk/manufacturing
Copyright © 2013 Epicor Software Corporation. Epicor, the Epicor logo, and Business Inspired are trademarks or registered trademarks in the United States and other countries. All rights reserved.
▼
BEST FACTORY AWARDS
Sony UK Technology Centre
Winner: Toyota Material Handling Factory of the Year 2013
Winner: Best Electronics & Electrical Plant
Winner: Innovation Award
Highly Commended: Energy & Environment Award
employees, more than 13,000 units per
one serial number, which helps impart
have undergone considerable
year are produced across 60 different
quality accountability.
improvement. These ‘SuperTest’ cells have
product types. Such has been the impact
that the site has recently secured
The new one-person assembly cells are
known as ‘SuperAssy’, a word derived from
evolved from manual testing with several
operators to a new format using a single
additional Sony business. For instance,
the Japanese subarashii, which means
operator overseeing four automated test
Pencoed now manufactures 300
fantastic. Based on a common format to
stations. In combination, the new assembly
professional Sony camcorders a month
accommodate any model, any time, the
and test ‘SuperCells’ have contributed to
across five different models using 18
common assembly stations feature
an increase in overall efficiency greater
operators.
In the production process at Sony
automated operation standards. Electronic
than 50%. No surprise then that Sony
displays provide step-by-step work
UKTec is not just this year’s Best
UKTec, components leave the warehouse
instructions and jig identification, as well
Electronics & Electrical Plant, but also a
and head for automated or manual PWB
as aid rapid changeover.
worthy winner of the Innovation Award.
mounting operations; or to the clean room
Similarly, the test cells at Sony UKTec
two paths merge (along with the power
supply) at the general assembly stage.
From here, subsequent test, QC, packing
and despatch make for a slick operation.
The production strategy evolves every
year. For instance, in assembly, C-shape
lean cells have recently been replaced with
true single-person cells. Using the seven
wastes to help define the transformation,
the result is an impressive 30% greater
efficiency. Furthermore, one person means
www.bestfactoryawards.co.uk
Of course, all this production
expediency is dependent on an efficient
for prism and optical head assembly. The
supply chain for the site’s 21,500 part
TOP
3
numbers. Here, Pencoed excels using a
POINTS
▼ Accommodated 50% more workload
in man-hours over past two years
▼ New contract to manufacture the
Raspberry Pi, producing 42,000 a week
▼ Introduced ‘SuperCells’ to boost
assembly/test efficiency by 50%
number of initiatives that have led to
considerably reduced inventory (and cost)
for raw materials. For instance, the
company recently staged its first
Sony/ESTnet supply chain event.
“We link up with other electronics and
automotive companies in Wales to explore
supply chain initiatives that might be
mutually beneficial,” says Wilkins. “For
»
BFA-11
WORLD CLASS QUALITY
THROUGH WORLD CLASS CONNECTIVITY
World leading providers of electrical control systems,
cable harnesses and sub-contract manufacturing solutions.
Six Sigma quality processes
Continued investment in the lastest automation
SC21 Signatory, Aerospace & Defence
7 “Best Factory” Awards
2 “Manufacturing Excellence” Awards
Power Panels Electrical Systems Limited,
Landywood Green,
Cheslyn Hay, Walsall,
West Midlands WS6 7AL
t
f
e
w
+44 (0)1922 419109
+44 (0)1922 418181
sales@power-panels.co.uk
www.powerpanels.uk.com
508A
▼
BEST FACTORY AWARDS
Sony UK Technology Centre
Winner: Toyota Material Handling Factory of the Year 2013
Winner: Best Electronics & Electrical Plant
Winner: Innovation Award
Highly Commended: Energy & Environment Award
instance, if we have parts that are the
same or very similar, which are currently
being made overseas, we use this event to
see if any suppliers in Wales or the UK can
offer a manufacturing solution. This often
yields competitive pricing advantages as
well as lead time and inventory benefits.”
In terms of staff engagement, key
events of the past 12 months include the
introduction of personal development
records and a new plant bonus scheme,
which is weighted equally on innovation
participation, new learning and
development, and values and behaviours.
Furthermore, the continuation of so-called
‘red jacket days’ are the epitome of staff
participation. These regular innovation
events allow each production area to drive
self-defining and self-governing
improvement initiatives.
Underpinning all of the company’s
engagement and improvement initiatives is
an intensive training programme. The
company’s Learning Academy features a
dedicated central hub and a roadmap
showing clearly defined objectives and
actions that embrace core skills
development, leadership development and
new staff induction. Cross-training
initiatives are implemented using flexibility
charts and skills matrices.
Based on a central database of skills,
knowledge is measured both before and
after training. In the past 12 months, some
Conducted by Towers Watson, all
renewable energy on site at Pencoed,
301 team players received on-the-job/key
employees were quizzed on 52 questions
which is currently in consultation.
skills training, while 191 were subject to
ranging from leadership, engagement and
Ultimately, enough drive and determination
induction/core skills training. A further 409
innovation, through to talent management,
to secure a Highly Commended in this
received leadership training, typically ILM
climate and supervision. Not only did all
year’s Energy & Environment Award.
accredited.
categories show an improvement over the
As a consequence of its efforts in staff
previous survey a year ago, but the result
Beyond its own ambitions, the Sony
UKTec Business Incubation Centre
engagement and training, the Pencoed site
proved to be the best across the entire
demonstrates that Pencoed is truly the
recently achieved its best ever Sony global
Sony Corporation.
home of innovation. Nearly at capacity, the
survey result for employee satisfaction.
From a green perspective, the goals
here are clear. The company has
established a working group to target
part of a shared community of like-minded
energy reduction and waste in its
people. It is already home to many
processes. The aim is to inject
independent companies from sectors such
sustainability into the manufacturing
as digital technology, renewable energy,
culture without compromising competitive
media and gaming.
advantage. The result of this investment in
time and resources has led to a 5%
www.bestfactoryawards.co.uk
BIC presents young but flourishing
businesses with the opportunity to become
As an all-round performer, Sony UKTec
is able to demonstrate admirable business
reduction in energy use over the past 12
credentials across the board. The
months, as well as impressive
improvements made over the past year
improvements in waste recycling rates as
and its roadmap for the future have
the company pushes towards its long-term
propelled the company to world-class
ambition of zero carbon footprint. The next
status: a worthy winner of the Factory of
initiative involves the generation of
the Year 2013. ■
BFA-13
Together we move the World...
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Increased energy efficiency, lower costs, strict low
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www.schaeffler.co.uk
▼
BEST FACTORY AWARDS
Fujifilm Speciality Ink Systems
Winner: Best Process Plant
Highly Commended: Most Improved Plant
Highly Commended: Export Award
Digitally remastered
A £3 million investment in a new plant, twinned with a determination to get the best out of its people, has helped
this Broadstairs manufacturer to reinvent itself in the digital ink age
C
hameleons aren’t native to the less
a comfortable margin for error during
than tropical climes of North Kent.
production. Life in the digital age is more
Yet, nestled beyond the windswept
exacting, as Boughton explains: “We’re now
beaches of Broadstairs, lies a haven for the
down to ink pigment sizes of below 100
famously adaptable lizard.
Fujifilm Speciality Ink Systems of Pysons
Road – once the UK’s largest manufacturer
of analogue screen inks – has morphed into
the top producer of UV-curing digital inks.
nanometres with our new pigment
dispersion equipment – that’s about the
size of a human cell.”
Precision is critical, with digital printers
ejecting ink from more nozzles at a faster
Since winning a Best Factory Award in
pace than analogue ancestors. Boughton
2011, the plant has cranked up the pace of
says: “One of our demonstration printers on
colour change.
A new £3m digital ink production facility
has arrived without disruption to customers
or to 97% right-first-time (RFT) rates.
Employees have moved from part-time
improvement enthusiasts to professional CI
site drops 2.1 billion droplets of ink per
second. That gives you an idea of how small
the ink particulate has to be.”
Quality is enshrined in a meticulous
mixing process that combines automatic
dosing controlled by touchscreen control
panels. The site has also invested £500,000
in pigment dispersion kit: alongside the
combining the RFID tagging and de-gassing
new digital facility, this has helped reduce
of ink storage pouches, and a 50%
the labour cost per kg by 40%. The new
improvement in line packing rates.
digital facility was entirely self-funded with
necessity as Fujifilm tries to keep pace with
Tokyo has been bursting with pride ever
burgeoning international demand for its
since Broadstairs won a Best Factory
inks. Almost 85% of products go overseas,
Award in 2011.
with rapid growth in China. The rise of
The new facility’s successful integration
hefty demand for inks that feature in
plant. Operators steeped in the analogue
everything from signage to shopping bag
age have been digitally remastered through
logos. Buyers all want inks ‘made in the UK’
intensive training centred on multi-skilling.
– a badge of quality.
dispersing pigments to the nearest
being the last man standing in screen inks
nanometre and commitment to workforce
and RFT levels for analogue have soared to
skills, the team at Broadstairs is more than
94% from 78% in 2011, thanks to the
living up to the billing. ■
application of digital production rigour.
the way. And Fujifilm has gone
However, shopfloor stars now aspire to
international: the billboards of Beijing’s
work in digital, not analogue production.
“We were a screen company with a
Operators can voice this desire through
voluntary personal development plans. The
scheme launched in 2012 and has fast-
digital future,” says operations director
tracked 16 employees to an NVQ in
Colin Boughton, of the site’s progress since
Business Improvement Techniques. There’s
2011. “Now our mantra is we are a digital
plenty of scope, too, for homework back at
company with a screen heritage.” Today,
Broadstairs. Three cross-functional CI teams
digital commands 53% of ink sales,
pursue kaizen, captained by two new full-
compared to 39% two years ago.
time CI process specialists. Tactics are
The market shift has had monumental
manufacturing implications. Making
analogue inks is akin to mixing paints, with
www.bestfactoryawards.co.uk
And with their deliberations over
forgotten, though. Fujifilm is committed to
converts and saved 3,195 man-hours along
oranges and blues made in Broadstairs.
consumerism in the country is creating
is as much about investment in people as in
Analogue ink production hasn’t been
shopping centres are ablaze with reds,
Faster packing has been something of a
full backing from the site’s Japanese HQ.
formulated in a new CI command centre.
Top initiatives so far include a five-week
TOP
3
POINTS
▼ Reinvented itself as a world-beating
manufacturer of precision digital inks
▼ Launched a new £3m digital
manufacturing plant in the busiest
period without a dip in quality or
delivery rates
▼ Shopfloor fanatical about
improvement: 3,195 man-hours saved
through kaizen projects
saving per year in preparation times after
BFA-15
▼
BEST FACTORY AWARDS
Milliken European Airbag Products
Winner: Best Household & General Products Plant
Winner: Supply Chain Award
A plant to bet your life on
An adman in Mad Men might have come up with the line: ‘Milliken, you can bet your life on it.’ It would be a fittingly
American turn of phrase for what is an archetypal American family business. It also has the ring of truth
M
illiken is a US-owned business,
for example, have doubled since 2007. On-
founded in the 19th century and
time delivery currently stands at all but
headquartered in South Carolina. Its real self-
100% and the perfect order measure is very
adopted catchphrase – which unarguably
nearly as high. These performances are
also has a flavour of Americana about it – is
displayed for everyone on the shopfloor to
‘a strong sense of purpose to do good’. It
see.
may sound a little corny, but Milliken did,
after all, set down its first recycling policy in
Alongside much else; like the life-sized
mannequin nicknamed Ian Dury (the clue is
1900 and, today, can lay genuine claim to
in the name when you slur it) who
‘adding real value to people’s lives’.
contributes more than window dressing to
Far away from Spartanburg, in the
textiles town of Bury in Lancashire, Milliken
the plant’s determination to ‘add real value
to people’s lives and improve health and
TOP
3
POINTS
▼ Productivity targets of metres-perman-hour have been beaten every year
for five years
▼ An exemplar of supply chain
excellence, with kanbans and
supermarkets keeping inventory levels
to the minimum
▼ The site achieves world-class OEE
standards
does just that. The Wellington plant, the core
safety’. The dummy is re-dressed every
of which was built in the 1890s and bought
week as a reminder of the risks to anyone
combines multiple section beams into loom
by Milliken as its first European outpost in
block-headed enough to put at risk their
beams. The weaving that converts the yarn
the 1960s, is now the home of Milliken
own safety and mar a lost time and
to fabric. The scouring that removes the by
European Airbag Products.
recordable incident rate of less than one,
now redundant size and yarn oils. The
and a total incident rate of just six per
coating that enhances the product
Combining traditional textile production
with clever chemistry, the much modernised
factory still echoes to the clatter of 100-plus
200,000 hours.
As well as being a worthy nominee for
performance; 100% inspection and fault
marking (although this is still done by an
the Health & Safety Award and the winner of
experienced human eye). Then the laser
the Supply Chain Award, only a plant with
cutting to pattern, laboratory testing,
all-round world-class performance gets to be
warehousing and, finally, waste segregation
selected for the Best Factory Award in its
and baling.
manufacturing sector. Milliken’s modern day
manifestation of a largely long-gone British
Who knows how many more weavers
might have survived the international
textiles industry would make its antecedents
onslaught on their industry in the first half of
especially proud.
the 20th century had they been able to
Now, as then, it is the automation of
complex processes that dominate the mill.
boast productivity that outstripped tough
metres-per-man-hour targets in each of the
The initial sizing which applies polyacrylic
last five years. Or increasingly exceeded
acid, making workable the raw, chemically
world-class overall equipment effectiveness
produced warp yarn. The beaming that
(OEE) performance. ■
weaving looms, making the material from
which its automotive supply chain
customers across Europe, the US, China,
Mexico, South Africa and Russia, fashion
airbags that the rest of us do, indeed, bet our
lives on every day.
Indeed, the plant is an exemplar of
supply chain excellence that sees deliveries
of raw materials organised for optimum
product flow through the production
process, and the use of kanbans and
supermarkets to ensure products are only
made as needed to keep inventory at the
required levels.
Inventory value, days and turns are
measured, recorded and tracked – the turns,
www.bestfactoryawards.co.uk
BFA-17
▼
BEST FACTORY AWARDS
Bosch Thermotechnology
Winner: Best Engineering Plant
Winner: Health & Safety Award
Highly Commended: Innovation Award
Highly Commended: Energy & Environment Award
Hot on customer service
A lot of manufacturing managers proudly boast that their plants are world class, customer focused, innovative and
make products of the highest quality. Not so many come up with such ample proof of these hard-won attributes
I
t is to their credit that Bosch
line assembly, is that group’s manufacturing
Thermotechnology’s manufacturing
centre of competence.
director Bob Murdoch and business
excellence manager Andrew Bentley ask for
It showed the Best Factory judges its
plans as far ahead as 2017 to further
a little time to answer the question: ‘What
develop lean assembly lines and to
makes your plant great?’
increase flexibility that already allows
They decide on a long sentence that
working hours in the factory to be quickly
nevertheless sets out who they are and
adjusted from a 30-hour to 48-hour week.
what they do. “As the UK’s leading
The plant operates to the credo, ‘We only
manufacturer of domestic heating and hot
manufacture boilers that we’ve sold’.
water technologies, with a world-class
manufacturing strategy to deliver an
Customers are encouraged to visit the
factory, talk to the shopfloor employees –
unrivalled customer focus, the Worcester
who Bosch prefers to call associates – and
plant continues to deliver exceptional levels
are able to see “that the product they are
of product quality, customer satisfaction
buying is made in the UK”.
and innovation.”
Or, to put it simply: they make top
Focused on quality (“with the Bosch
name, you have to be”), Worcester has not
quality hot water boilers that customers
only won internal quality awards but all its
like. And they do it very efficiently.
products are Which? magazine best buys.
But that is to ignore other high
Process innovation also features
prominently. For example, the production
process includes friction stir welding,
developed by Bosch working alongside the
that responds to signals from customers
process licence holders, the Welding
into the manufacturing plant and on into
Institute. Worcester Bosch is the first plant
the supply chain.
in the UK to use it for serial production.
‘Customers’ and associates inside the
Customers enjoy same- or next-day
plant are also important. In the health and
delivery, while service vehicles are
safety arena, this site is again best of breed
replenished overnight with fresh supplies of
within Bosch Thermotechnology. Worcester
the spares used the previous day; parts
is not a high-risk plant but does have more
orders placed by 5pm are received by 10am
equipment and more complexities than
the next morning.
most, and prefers to follow procedures that
Further up the supply chain, Worcester
“give associates the ownership of their own
performance achievements that shine out
Bosch operates a development programme
when the plant is scrutinised on areas such
with suppliers based in the UK, Europe and
as health and safety, its environmental
low-cost countries such as China. They are
development credentials are underlined by
credentials, people and skills development,
all involved in the factory’s pull strategy
its training, currently, of 49 apprentices, a
Worcester Bosch, as it is generally
known, is the UK’s number one supplier in
its market – a position it puts down to a
business strategy that defines customer
focus as its undisputed number one
priority.
The site has been on its continuous
improvement journey for 15 years. It was
the pilot for the Toyota-based Bosch
Production System and now, as the first in
the worldwide, 23-factory-strong Bosch
Thermotechnology group to introduce lean
www.bestfactoryawards.co.uk
Its people management and skills
graduate programme featuring scholarships
supply chain prowess and self
improvement.
health and safety”.
and funding, and a well-managed
TOP
3
competency framework that identifies
strengths and areas for improvement.
POINTS
▼ A world-class manufacturing
strategy built on flexibility and lean
assembly lines
▼ Unrivalled customer focus that
encourages factory visits and delivers
one-day lead times
▼ Exceptional product quality, evidenced
by internal and external accolades
It is proud of its strong links with local
schools and the Young Enterprise scheme.
Social responsibility also extends to
environmental concerns that have seen the
plant, which was set a target of achieving a
15% reduction in carbon emissions between
2007 and 2012, again outperform its Bosch
companion plants by registering a 23%
reduction. It also sends nothing to landfill
and its products are 100% recyclable. ■
BFA-19
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▼
BEST FACTORY AWARDS
EMS Radio Fire & Security Systems
Highly Commended: Best SME
Highly Commended: Health & Safety Award
Alarmingly good
Tumbling lead times, innovative product ventures and a shopfloor passion for PDCA have put this SME head and
shoulders above its larger rivals
A
slingshot isn’t the only way to take on
OEM will market the alarm on the strength
Goliath. An arsenal of manufacturing
of EMS’s much sought-after RF.
agility, innovation and adaptability keep
The joint venture into premium fire
light-footed EMS Radio Fire & Security
detection products, where systems can
Systems dancing around its bigger rivals.
retail for £100,000, will be complemented by
The Herne Bay factory combines a core
a solo bid to boost sales in the conventional
expertise in wireless fire alarm systems
market. The Herne Bay site is set to launch a
with contract manufacture of products
new product range next year.
ranging from printed circuit boards to laser
telemetry systems for avionics.
In its staple alarm system market, EMS
Success in both ventures is underpinned
by a first-rate factory. Since 2010, inventory
has dropped 19% and lead times from one
locks horns with multiple global giants. All
week to 2-3 days. And speed matters in this
have deep pockets to throw at product
market. A fire detection system is often an
development, marketing and new plant.
The pendulum has swung even further
towards the big guns since EMS’s last BFA
TOP
3
POINTS
▼ Develops market-leading systems –
both own brand and JVs – and contract
manufactures everything from PCBs to
avionics
▼ Winning business through outstanding
product quality and lightning-fast lead
times
▼ PDCA-powered CI has fuelled
operational savings in excess of £250,000
afterthought for architects, so eleventh-hour
calls are not unusual.
The factory has an exemplary health and
fire detection systems and a PCB build area.
Innovation is everywhere: laser-guided lights
finals appearance in 2010. All alarm systems
safety record, with the last lost-time
direct employees to place components in
face mandatory accreditation to European
accident in 2009.
the precise spot, and employees are multi-
safety standards, which cost around
EMS has long had a foundation of 5S,
skilled to allow interchange between cells.
£500,000 to introduce. EMS has pushed
kanban and one-piece flow. But its two new
ahead with compliance across its product
CI signings have set the factory apart this
masterminded by a bespoke IT system
year. A plan-do-check-act initiative has
known as DMC. The system gives live
stolen the hearts of the site’s 80-strong
updates on customer orders and uses poke
shopfloor and helped identify £250,000 in
yoke in conjunction with barcode tracking.
savings. Operators almost leap out of their
It’s a triumph of dynamic manufacturing
Little wonder, then, that the shopfloor is a
chairs to tell you about the latest PDCA-
key sales tool. “I bring customers in as often
enacted improvement idea.
as I can,” says Mulvihill. “They make their
The second hit has been a lineside
stocking system, introduced after managers
own mind up from there.”
EMS has now started on the electronics
spotted it during a tour of another BFA-
and product assembly for automated cash
winning site. Positioning more materials by
management technology from Cash Bases,
work areas instead of in a central store has
which is then deployed by supermarket giant
reduced WIP by 52%.
Tesco. This is one SME that’s not afraid to
The factory is segmented into cells for
think big. ■
range. Certification is an investment rather
than an expense, says operations director
Chris Mulvihill. “The only way we can begin
to compete is to show we are at least as
legitimate as them and, on a product and
application level, maybe better.”
EMS’s key advantage is in the clever
stuff – the wireless radio frequency (RF) that
connects multiple alarms. EMS is about to
produce a new RF system for an OEM.
Mulvihill explains: “It’s one of the strategic
moves we planned. We’re a company of a
certain size; we have limited financial might.
The best way for us to propagate our
products is to work with third parties.” The
www.bestfactoryawards.co.uk
BFA-21
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▼
BEST FACTORY AWARDS
Cummins Power Generation UK
Winner: Export Award
Winner: Most Improved Plant
Staying power
Power generation as part of Cummins Inc represents 16% of revenue generated by five global sites. The only plant in
Europe is at Manston, Kent. And quite a plant it is
A
t the start of every year, the plant
has helped drive improvements in first-
manager at the Manston, Kent site of
time passes at test.
Cummins Power Generation sets out a
single-page list of goals. It’s an important
Ultimately, the site is aiming to boost its
revenue using a number of manufacturing
moment in defining the 12 months ahead.
strategy projects through to 2015. These
In 2013, the list was headed by further
include ongoing standardisation and
development of the company’s safety
integration of records into EASE
culture. This was followed by a number of
manufacturing document manager
challenging targets, which included the
software. Here, reviewing any gaps in the
reduction of conversion costs per standard
manufacturing records will create targets
hour, along with improved inventory turns,
for improvement in achieving ‘standard
quality and on-time delivery (OTD), to name
work’. The first phase of this process has
but a few. The onus then falls on the
already been completed in the plant’s HHP
management team and workforce to
lean burn generator area, where the layout
implement, deliver and review these
has changed from the previous bay build
ambitions.
Needless to say, this year the company
is performing well. For instance, both
process to a new multi-stage flow line. A
second stage project has now commenced
to further improve line velocity and
increase capacity.
The company is also implementing a
Achievements of this ilk require the
transformation vision for its supply chain.
engagement of the entire workforce and
Cummins Power Generation UK exports
here Cummins Power Generation excels.
almost all of its products, with the Middle
Among the initiatives in 2013 is an
East, China and Australia among the prime
employee engagement survey, the launch
destinations. The key strategies to manage
of manager training sessions, the ROAR
its market-focused supply chains include
(recruit, onboard, advise, retain) affinity
the implementation of forward positioning
support group for new starters, and an
for finished goods to enable immediate
increase in graduate placements as part of
product availability. Furthermore, key
the company’s hire-to-develop strategy.
products are being dual sourced to respond
All professional employees have a
effectively to unplanned demand, while
workplan which is managed through an
component kitting and product knock-down
online system, with individual strengths,
is being used to deliver the lowest total
development areas and likely next roles
landed cost. Added to the fact that the
reviewed regularly. From an operator
team supports 97% of customers in their
perspective, new starters get two weeks’
own language, this is clearly a company
training before being buddied with a
with a vested interest in optimising its
competent person and subsequently
productivity and on-time delivery have
overseas trade operations. As a
working their way through a training matrix
been edging upwards – in fact, the latter
consequence, it becomes a worthy winner
and gaining NVQ certification.
has now hit 100%. Furthermore, a safety T-
of this year’s Export Award.
card system that engages employees in
documenting safety improvement ideas
and issues has led to a new culture and
zero incidents.
The manufacturing of power generation
equipment at Manston is continuing its
unerring march towards the automotive
benchmark. For instance, work instructions
are now not only standardised, they are
electronic and available to access at
workstation touchscreens – a move that
www.bestfactoryawards.co.uk
TOP
3
The result of this intensive people
investment is an overall improvement in
plant PPM – in fact, the site secured the
group chairman’s 2012 quality award as a
POINTS
▼ On-time delivery now at 100%
▼ Bay build processes being replaced
with multi-stage flow lines
▼ 19 languages accommodated in the
plant’s customer support function
result of its endeavours.
There’s no doubting that this plant has
made huge strides in recent times, showing
improvements in shopfloor productivity, ontime deliveries, customer delivered quality
and lead times. Ultimately then, a deserved
recipient of this year’s Most Improved Plant
Award. ■
BFA-23
20 - 21 November
Cranage Hall, Cheshire
The ultimate Continuous Improvement event
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Benefits of attending the all new WMMC 2013:
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Practical tales of CI triumph from frontline team leaders and operators
Enhanced hands-on workshop sessions
Siemens
Jaguar Land
Rover
Siemens' Congleton
site, which
manufactures over
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drives per year, is
regarded as a jewel
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»
Jaguar Land Rover's
Halewood site will
show how workforce-led kaizen
helps the factory
keep pace with
soaring demand
for Range Rover
Evoque and Land
Rover Freelander 2
models.
Airbus, Broughton
lays claim to being
the leading wing
manufacturing plant
in Europe.
Quinn Glass, Elton
produces a range of
glass containers for
the food and
beverage industry.
Vauxhall
»
Quinn Glass
»
»
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Airbus
Vauxhall's Ellesmere
Port plant will
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www.wmmc.co.uk
Places are limited. Don’t miss out, book yours today.
Call Julie Knox on 01322 221144, email Julie.knox@findlay.co.uk
▼
BEST FACTORY AWARDS
Eaton Production International
Winner: Energy & Environment Award
Highly Commended: Best Electronics & Electrical Plant
Switched-on performance
As part of a $21 billion, 115,000-employee global enterprise, Worksop-based Eaton Production International knows
it has to perform. And it certainly does
D
edicated to the manufacturing of
currently on-target, mostly achieved via
switch disconnectors and rotary cam
ELSS (Eaton Lean Six Sigma) and direct
switches used by machine builders, the
material savings. ELSS is also helping to
Eaton site at Worksop produces around 1
drive OTD, which currently stands at 98%.
million of each basic switch type every year,
although around 17,000 live products are
CI activities are abundant. For instance,
Worksop held its first value analysis/value
engineering event earlier this year. Focusing
available.
Lead times here are short, typically 1-4
on its highest volume assembly line, the
days from receipt of order. As a result,
company established a cross-functional
production must be quick, flexible and cost
team of 23. Collectively, through walking
effective, without any detriment to the
the process and brainstorming, 84 ideas for
company’s high quality standards. Orders
improvement were identified, nine of which
are downloaded into SAP, from where
were selected and approved with projected
capacity planning and MRP lead to the
savings of £168,000. There is also an
generation of production orders. Each PO
employee suggestion scheme with
features a barcode and all operations are
quarterly merit and financial awards.
recorded against takt times of 30-80
seconds. SAP calculates efficiencies against
Manufacturing emphasis is very much
focused in-house. The Worksop facility
standard times, with performance fed back
to individual operators. This data helps plan
Eaton Production International has
overall cell efficiencies.
around 200 employees serving 13 years on
The lean journey at Worksop
commenced four years ago when Eaton
average. The factory workforce is multi-
acquired the Moeller Group. As a result, the
skilled with training matrices in place for
plant now uses a well-defined leadership
each department. What’s more, 45 have
model linked to overall business objectives
now completed NVQ Level 2 in BIT. True
such as growing turnover by 6% year on
flexible working patterns are deployed
year through to 2017. Known as APEX
where full time workers can flex by up to
(Achieving Performance EXcellence), the
+/-36 hours to suit requirements. This
model starts with the setting of directions
flexibility works both ways, to suit worker
and plans. Organisation and alignment
and company. As a result, there is no
comes via role models and team
temporary labour on site.
empowerment, while performance analysis
features a 28-machine mould shop
arrives by way of development, reward and
(including twin-shot technology), press
Another area in which Eaton Production
excels is all things green. ISO 14001
recognition, which in turn motivates
shop, toolroom, assembly shop, test,
accredited, the site is well on target to
employees to continuously learn and
packing and despatch. The mould shop is
reduce the waste disposal recorded last
potentially a bottleneck, but much has been
year – waste has been declining for the
done to alleviate this by introducing robot-
past four years. Scrap rates are also
improve.
The plant sets annual cost-out targets,
which this year sits at £300,000 – the site is
TOP
3
assisted machinery, TPM and set-up time
reducing, with specific materials such as
reduction events. For example, a recent
brass and copper segregated for recycling.
project to re-route die waterways saved 19
Furthermore, energy costs are down on
minutes per set-up.
2012 thanks to a number of ongoing
Significant improvements are also
POINTS
▼ CI driven throughout the factory
against annual cost-out targets
▼ Flexible working arrangements
mean no temporary labour on site
▼ Huge emphasis on reducing energy
consumption and waste
www.bestfactoryawards.co.uk
projects relating to process chilling,
evident in the press shop where a self-
moulding, pipe lagging and variable speed
defined electronic decision system, called
compressors. In fact, Eaton is shortly to
E-Kanban, has replaced T-cards. The new
introduce automated power energy
system monitors current kanban stock levels
monitoring.
while providing information such as expected
Ultimately then, not just a Highly
tool requirements, material shortages and
Commended in this year’s Best Electronics &
planned run time dates displayed via two 55-
Electrical Plant Award, but a deserved winner
inch industrial display monitors.
of the Energy & Environment Award. ■
BFA-25
Gain a competitive edge...
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in Business-Improvement Techniques from EAL
Is your organisation looking to implement the principles
of lean enterprise to help eliminate waste, reduce costs
and boost productivity?
EAL qualifications in Business-Improvement Techniques
(B-IT) help businesses of all sizes to achieve process
and quality improvements in the workplace, as well
as inspiring employees to contribute to your business
success.
Choose from:
Level 2, 3 and 4 competence qualifications
Level 2 and 3 QCF knowledge qualifications
(Technical Certificate)
Level 3 Award in Six Sigma Quality Methodology.
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email customercare@eal.org.uk
www.eal.org.uk
...closer toindustry
BENEFIT FROM
INCREASED FUNDING
Increased funding is currently
available for most of EAL’s
B-IT qualifications, so there
has never been a better time
to equip your employees with
lean enterprise skills.
“Driving improvements
through B-IT demonstrated
the power, passion
and results that can be
achieved with engaged
employees.”
Alan Lomas, IPS Manager
Jaguar Land Rover UK
▼
BEST FACTORY AWARDS
Siemens Industry Motion Control
Winner: People & Skills Development Award
Highly Commended: Best Electronics & Electrical Plant
Performance in overdrive
Forget the management speak – people really can be your best asset, as proved by all-conquering
variable speed drive manufacturer Siemens of Congleton
A
Outside the obeya sessions, the shopfloor
ll the cliché-wielding David Brents of
again like that,” says Dowling. “Our
the business world should be sent on a
customers were going to become much
can submit eureka moments via a dedicated
tour of Siemens, Congleton. This
choosier: now, they’d want to hold less stock
suggestion scheme centre using email or old-
manufacturer of variable speed drives – used
and get products faster.”
fashioned pen and paper. Star ideas bring
in everything from air-con units to airport
The 2015 blueprint provides Congleton’s
cash prizes and public recognition. The site
baggage handling systems – shows precisely
riposte. A huge wall chart depicts eight
also runs a champions scheme to celebrate
what the ‘we value our people’ mantra can
strategic themes, which branch off from the
outstanding individual behaviours, such as
achieve when it’s more than management
core goals of quality, cost and delivery like
taking on extra responsibility. A recent
trite.
moons orbiting the planets. Under titles like
winner had the courage to stop the line
’be super fast to market’ are the actions, with
because of quality concerns.
Nearly 90% of employees have had an
improvement idea implemented under the
a named employee responsible for ensuring
site’s suggestion scheme this year. Shopfloor
delivery.
workers, for example, have boosted line
efficiency by going all ‘Grand Designs’ and
And this isn’t an isolated management
mural. Shopfloor teams perform daily
At Congleton, power is firmly in the
hands of the people. Operators are entrusted
to redesign work areas with the support of
finance and procurement experts. Employees
giving workbenches a makeover to improve
must pitch their plans to Dowling and his
ergonomics.
management team. “Without fail they’ve
saved 50% in space, they’ve measured all the
Even the most junior team members are
chipping in. Apprentices start out in a
waste – the muda – how far they have to
custom-built Junior Factory, where they must
walk and materials handling.”
Designs are mocked up with cardboard
build a fan assembly for a drive unit for less
than the price being paid to the current
and sticky tape, with successful bids trialled
Chinese supplier.
in plastic before turning permanent. “Every
time I come away from these pitches, I think
There’s no idea too far out of left field for
the Siemens management team, providing it
how lucky I am to work with these people,”
can prove itself against the site’s hallowed
enthuses Dowling.
And with the plant boss leading
2015 strategy – anchored on improving
quality, cost and delivery, says Finbarr
Congleton to commercial success and critical
Dowling, managing director at Congleton.
acclaim after the dark days of 2009, the
feeling will be very much mutual. ■
The strategy was forged during the “dark”
recession-hit days of 2009. One of Dowling’s
first jobs was to stave off the administrators
at many of the factory’s UK suppliers.
debriefs around whiteboards etched from
Customers had also suffered from holding
the same strategic stone. The focus has
high levels of stock when the crash hit.
“Nobody was ever going to be caught out
yield is 99.55% on units; and productivity
TOP
3
worked: current delivery performance is
98.5% compared to 85% in 2011; first pass
(savings) as a percentage of value added
costs are running at 8% versus 5.5% in 2011.
POINTS
▼ Eats, sleeps and breathes strategic
goals of improved quality, cost and
delivery
▼ Outstanding employee engagement:
86% have submitted and implemented
an improvement idea via the
suggestion scheme
▼ Launching an apprentice-led Junior
Factory scheme to in-source
components
All powered by indefatigable teamwork.
Groups of employees from all backgrounds
have been seconded to special ‘obeya
rooms’ where they’re handed a product, a
pack of marker pens and a mandate to find a
better way. Dowling says: “Obeya is Japanese
for war room: it’s not strategic, more tactical.
The strategy is to win the war. The obeya
room is about winning the individual battles.”
Budding Napoleons have helped to cut some
product costs by 40% and one obeya session
came up with 260 improvement ideas for a
single product.
www.bestfactoryawards.co.uk
BFA-27
Inspired by innovation
September 2013
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www.newelectronics.co.uk
T
september 2013
www.eurekamagazine.co.uk
In this issue: Sensors, Test & Measurement • Rapid Prototyping • Drives, Controls & Automation
The shape
of things
to come?
One direction
Developing a
pot of gold?
Making your
IT systems work
in harmony
Building intelligence
into the next
generation
of robots
10 September 2013
DEFENCE ELECTRONICS • SoC DEBUG • ELECTRONICS DESIGN SHOW PREVIEW
Incorporating Plant Engineer
UK based researchers are looking
to get an early lead in the race to
develop 5G technology
Broken Britain
Why our labour
productivity lags
behind Europe
Hydrogen bond
The fuel cell and
the forklift truck
ALSO IN
THIS ISSUE:
Engineering
Design Show
2013 Preview
EXCLUSIVE
Cameron:
‘How I’ll put the Great back
into British engineering’
THE EVOLUTION CONTINUES
DESIGNSPARK PCB v5 – WWW.DESIGNSPARK.COM/PCB
THE PAN-EUROPEAN MAGAZINE OF SAE INTERNATIONAL
INSPIRING THE UKÕS APPRENTICE AND GRADUATE ENGINEERS
July/August 2013
AUTUMN 2013
CONTINENTAL:
GETTING TO GRIPS
WITH TYRE DESIGN
HYDROGEN POWERTRAIN BREAKTHROUGH
BASF: TOWARDS A LIGHTER FUTURE
Cameron
exclusive:
‘I’d love my kids
to be engineers’
Full throttle
Stunning speed, spectacular soup-ups and illegal
overtaking... EC goes trackside for Formula Student
www.findlay.co.uk
www.machinery.co.uk
Autu mn 2013 • A E ureka publication
UNIQUE
RESOURCES BY
RIFF ON MY 3D PRINTED GUITAR • WORLDSKILLS WINS • CAREER DILEMMAS SOLVED
September 2013
www.mater ialsforeng in eer ing.co.uk
FASTENING & ASSEMBLY SOLUTIONS AND TECHNOLOGY
BUILT TO HANDLE
THE TOUGHEST
CONDITIONS
I s P L A vi abl e
fo r e n g i n e e r i n g ?
Recycled
plastics reach
car interiors
Designing the bike
behind Olympic gold
LIFE BEGINS
RENISHAW’S EXPANSIONIST PLANS
What’s happening at
Engineering Materials
LIVE!
Medical
manufacturing
Exhibition
preview
Local successes
add up globally
Implant production
secrets revealed
Advanced
Engineering 2013
Haas Automation's
story of growth
SE PA RAT E AE ROSPACE SUPPLEM EN T
g
urin
Feat
dri MET
GY
LO
NO
CH
TE
designed for
the harshest
environments
JULY 2013
Passionate about engineering
▼
BEST FACTORY AWARDS
Tharsus Group
Winner: Best SME
Original thinking
In just 10 years, Tharsus has evolved from a £1 million ‘metal basher’ into an £11 million pioneer in a service
known as OEDM. Intrigued? You should be
B
lyth-based Tharsus Group is the
partnership’ ethos, these include: fixed unit
epitome of ‘evolve or die’. In less than
cost – not fixed overhead; collaborative
a decade, the company has become
design, which is proven to improve the
unrecognisable from the conventional
product; the availability of production
metal-based engineering subcontractor of
bandwidth; and the ability to leverage an
its previous incarnation. After a successful
existing supply base. OEDM relies on a
escapade in manufacturing cable
strong, collaborative supply chain and
management equipment, that particular
Tharsus has reduced its number of suppliers
world “stopped turning” in the 2009 global
by 27% in recent years based on best
downturn, leaving the company to once
overall value and performance.
more rethink its strategy. In a moment of
The OEDM formula is certainly working.
inspiration, the company decided to start
Aside from 20% year-on-year growth, in
offering its considerable in-house skill set as
2008 exports were less than 5% of business,
a new contract-based niche service known
whereas now they are more than 40%.
as original equipment design and
The company’s balance sheet success is
manufacturing (OEDM). Five years on, and
underpinned by extensive manufacturing
the success of OEDM has been meteoric.
improvements. When Tharsus acquired its
With 150 employees and a management
Blyth factory, it was an empty, vandalised
team drawn from the automotive and FMCG
shell. Today it is a sparkling reflection of the
sectors, this privately-owned business takes
fruits generated by best practice
methodologies such as lean and Six Sigma.
Around 100 suggestions for improvements
were implemented last year alone.
Adopting a flexible, cellular approach,
electrical test is the only ‘hard point’ at
Blyth – everything else can be relocated as
single lane assembly with five test stations.
Similarly, despatch layout has been
reorganised to accommodate one-piece flow.
SOPs and product traceability have also
required on wheels. FlowTube-based
been introduced, while kanban systems
assembly stations have been defined with
now exist for parts at workstations (vendor
huge input from each cell, bringing
managed) along with a pull system between
ownership and pride to the shopfloor.
the three Tharsus sites. The business
Previously, workflow through cells was
not evident, but CI activities in assembly have
employs KPIs across all major functions.
Tharsus has a core of permanent
led to better floor space utilisation and
employees, with others on three-month
the strain of design, development and
increased output. Typically, cells now offer
rolling contracts, and some agency staff. A
manufacturing on behalf of its brand name
some 20-30% increased capacity, chiefly
weekly meeting between manufacturing
customers. The company says it is more
through reduced build times. Certain
and sales helps dictate labour planning,
cost effective than the alternative of using
assembly cells went from three-lane
while the company’s recently installed
separate design houses, test houses,
configuration with a bottleneck at test, to
Insight 123 MRP is run daily.
Operators here are graded (three levels)
certification bodies and contract
manufacturers. Crucially, customers retain
the IP to the solutions provided by Tharsus.
Accommodating annual product
volumes from 50 to 5,000, among the
concepts recently transformed into fully
resolved solutions include some that entail
hydrogen generation, aqueous parts
washing, wind power, electrical vehicle
charging, localised energy storage and flow
battery technology, to name but a few.
There are many benefits of working with
an OEDM business. Aside from the ‘true
www.bestfactoryawards.co.uk
for skills via an engagement and
TOP
3
development programme that includes skills
matrices for each cell – skills flexibility is
POINTS
▼ Innovative OEDM business model is
driving growth and prosperity
▼ Flexible manufacturing cells offer
20-30% increased capacity
▼ Skills matrices for each cell have
already led to 70% skills flexibility
across manufacturing operations
now around 70%. There are quarterly
performance reviews, annual appraisals and
an employee engagement survey. There is
even lunch with the CEO, Brian Palmer, for
all new starters so they can share his
enthusiasm and vision: he might now be
tempted to mention that his company has
just outshone the competition to win Best
SME at the Best Factory Awards 2013. ■
BFA-29
Boost the
Effectiveness
of Your Factory
Learn to Use Our Tools and Frameworks to
Become More Effective in Your Operations
For more information or to book on
any of our programmes please
call Val Bickerton on
+44 (0) 1234 754 505 or email
val.bickerton@cranfield.ac.uk
Strategic Performance
Management
Course Dates:
07 - 09 Oct 2013
or 12-14 May 2014
Professor Mike Bourne
delivers Strategic Performance
Management, a breakthrough
programme that gives you a
powerful set of tools to help
you translate your strategy into
action. You gain the capability to
design and implement appropriate
measures that set you on the path
to becoming more effective at
managing your organisation.
http://www.som.cranfield.ac.uk/
som/strategy
Operational
Performance
Management
Innovation Management:
Strategy &
Implementation
Course Dates:
10-11 Oct 2013
or 15-16 May 2014
Course Dates:
12-14 Nov 2013
or 10-12 Jun 2014
Dr Veronica Martinez delivers
Operational Performance
Management. Gain breakthrough
tools that lead to peak operational
performance. Acquire the
capability to successfully manage
and improve performance at the
individual, team and organisational
level.
Professor Keith Goffin delivers
Innovation Management: Strategy
& Implementation, a powerful 3 day
programme to help you increase
the commercial success of new
breakthrough products. Walk away
with a world class action
plan that forms the basis for an
effective innovation management
strategy.
http://www.som.cranfield.ac.uk/
som/operations
http://www.som.cranfield.ac.uk/
som/innovation
Past attendees include: Boeing, Bosch, Reckitt Benckiser Plc, Lego Systems, Miele, Home Office
GLOBAL
MANUFACTURING
ROUNDTABLE
Director: Dr Marek
Szwejczewski
Do you want to improve your
global operations?
Our goal at Cranfield School
of Management is to focus
on the challenges faced
by practitioners in UK
manufacturing. The Global
Manufacturing Roundtable
(GMR) offers the opportunity
to share knowledge and best
practice as well as explore new
ideas which can often prove
beneficial to those with common
issues.
“I always find the debate and
the understanding of other club
members very useful in stimulating
my thoughts.”
Operations Director, Landscape
products
BEST FACTORY
AWARD WINNERS Free Download
To discover how previous Best
Factory Award winners have
improved and become more
competitive, please visit our
website www.cranfield.ac.uk/
som/bfa/reports.asp where you
will find individual case studies
and reports.
TAILORED INCOMPANY
WORKSHOPS
We also offer tailored incompany workshops to help
improve your responsiveness,
flexibility and innovativeness.
For more information please
call Maggie Bridge
+44 (0) 1234 754 498
or email
m.bridge@cranfield.ac.uk
http://www.som.cranfield.
ac.uk/som/gmr
▼
BEST FACTORY AWARDS
Tata Global Beverages
Winner: Judges’ Special Award
Highly Commended: Best Household & General Products Plant
Highly Commended: People & Skills Development Award
In the bag
The nation’s largest producer of teabags is the Eaglescliffe plant of Tata Global Beverages, from where its famous
Tetley brand commands an impressive 28% of the UK market
A
s we all know, Tetley make teabags
at Eaglescliffe, but first the tea needs to be
make tea. However, the way it’s done
blended. Again, this is an automated,
at Eaglescliffe is mightily impressive. The site
conveyorised process comprising sack
produces a staggering 280 million teabags a
loading, screening, bailing and sack slitting,
week for 254 customers that include all of
before weigh stations see the tea enter silo
the major UK supermarkets. What’s more,
farms. From here, it is subject to automatic
the direct cost per tonne at Eaglescliffe is
weigh pans and vibrating pans before being
cheapest in the group, which includes sites
blended.
in India, Poland, the Czech Republic and
Russia.
How so? Well, speed and labour content
are the chief differentiating factors here, and
Moving into the carton production hall,
76-teabag boxes come off the line every two
seconds. If that seems impressive, softpack
manufacturing is even more so. Around 80%
they have to be: day one orders are typically
of plant volume takes place in this 24/5 area,
for day three delivery. As a result, Tata Global
where the lines produce 240-teabag packs
Beverages rightly considers itself “an
at a rate of 33 per minute. The past seven
engineering function that makes teabags”.
years have also seen the introduction of
As might be expected, high degrees of
automation are prevalent throughout the
robot cells for palletisation.
Not that CI is exclusively technology
370-employee plant, underpinned by
based: at operator level there are balanced
significant capital investment. With so much
scorecards with key metrics. CI is a way of
technology, the site operates a programme
life here and Tata Global Beverages
of maintenance excellence. Condition-based
encourages its people to drive
years ago) to 27 on average today – some
monitoring is deployed using techniques
improvements. For example, just two years
95% have now attained NVQ Level 2 in
Business Improvement Techniques.
such as thermal imaging, along with 125-
ago, changeover reduction (tea-to-tea) stood
point weekly machine checks. Just seven
at two hours, but through a series of
years ago, planned maintenance completion
activities requiring operator engagement,
stood at 40%, now it is 90-95%, a result that
this is now 25 minutes.
has pushed up availability and OEE, and
helped reduce costs.
Teabag manufacturing and packaging
(into softpacks or cartons) is extremely slick
In terms of empowerment and
Multi-skilling is another key training
initiative. In softpack, for example, 100% of
operators are competent on every machine.
Training manuals are currently being
development, the site uses Hoshin Kanri, a
prepared for every asset at Eaglescliffe,
methodology similar to kaizen that uses
which will result in a consistent approach to
several tools to build a CI ‘house’. These
development.
include a PDCA improvement cycle, 5S and
standardised work instruction, structured
Such endeavours mean Tata Global
Beverages bags a Highly Commended in
and practical problem solving, value stream
People & Skills Development to add to
and process mapping, visual management,
another in the Best Household & General
TPM, SMED, poke yoke, lean measurements
Products Plant category – all topped off by
such as OTIF and OEE, and management
winning this year’s Judges’ Special Award.
control and reporting systems. The ultimate
Deserved recognition for the home of tea
goal of the CI house is to deliver self-
and Tetley Tea Folk. ■
generating and fully operational teams –
and, of course, savings.
Using Hoshin, the vision is to be the best
FMCG factory in the UK, delivered using
seven strategies. The results to date include:
reducing the manufacturing cost base by
10%; cutting the logistics cost base by 11%;
increasing output per direct employee by a
factor of 2.3; and increasing softpack and
carton OEE to more than 85%. Other
achievements include increasing the number
of training days per employee from five (five
www.bestfactoryawards.co.uk
TOP
3
POINTS
▼ Hoshin Kanri strategy used to train
and empower people through CI
▼ Impressive reductions in both
manufacturing and logistics cost base
▼ Maintenance excellence programme
deployed to maximise uptime
BFA-31
▼
BEST FACTORY AWARDS
DS Smith Packaging
Highly Commended: Best Household & General Products Plant
Highly Commended: Supply Chain Award
Packaged benefits
Producing 140 million boxes a year, there’s no room for slack performance at the
UK’s undisputed leader in corrugated packaging
A
s a company, DS Smith Packaging is
number one in the UK for corrugated
packaging with a 33% share, while as a site
Livingston is the single largest corrugated
packaging facility in Scotland. So what’s
driving this success? Well, the branded
spirits market represents a major
opportunity in the locality, growing at circa
15% per annum, largely due to increased
consumption in the BRIC nations. Another
major driver is market demand for point-ofpurchase packaging. However, DS Smith
doesn’t just design and manufacture these
retail-ready packages, it collects the
empties from the supermarkets and sends
them to its own recycling plants, making the
material ready for use again within days.
Site capability, price and innovation are
the Livingston plant’s USPs. The latter is
now key to improving the whole supply
chain through to customer delivery. For
Wednesday, it’s generally for delivery on
instance, for a well-known cereal
Friday – no one wants stock in the supply
manufacturer DS Smith came up with a
chain.
thinner, lighter design of corrugated flute
From a production perspective, capacity
From a conversion perspective, the site
operates 10 machines including two Bobst
flatbed die cutters installed last year at a
cost of £480,000. However, pride of place in
that saved space without any detriment to
balancing as part of site S&OP is an
this area will soon go to a new £4.8mBobst
strength. In total, 911 pallets or 24 full loads
important management tool. Recent
six-colour (plus varnish), flatbed die cutter
per annum were saved, along with 22
improvements in this area have optimised
that is currently being commissioned ready
tonnes of CO2 emissions.
working capital and boosted OTIF, not to
to commence production in October. One of
mention reduced paper stocks considerably.
only seven in the world, it is the first such
geometry or fibre content, is proven to save
Furthermore, regarding the age profile of
machine in the UK.
on lorries, pallet movements and
paper stock, previous two-week stock turns
warehouse space – all of which are
are now reduced to just four days.
Good design, such as changes to box
enormously beneficial to the supply chain.
In total, 129 of the 175 employees at
But it’s not all about the technology. In a
2012 employee survey conducted by a third
party, the top three most favourably scored
categories were health and safety,
This is just as well because the production
Livingston are involved in the
and logistics operation here needs to be
manufacturing process over a 24/5
leadership and engagement. The latter is
slick. For example, if DS Smith Packaging
operation. The company’s colossal
evident by way of the culture of CI instilled
receives an MRP plan from a customer on a
corrugating line features two knives so that
throughout the Livingston site. Of 1,003
two case types can be run simultaneously.
suggestions for improvement put forward
The corrugator can also accommodate
last year, 517 were implemented.
TOP
3
POINTS
▼ Innovation drives cost and
environmental benefits across the
supply chain
▼ Automated WIP system has boosted
capacity by 30%
▼ Leading technology deployed
includes the UK’s first six-colour die
cutter of its type
32-BFA
multiple flute profiles and paper grades,
Furthermore, the company works closely
and is pre-print compatible. An Escada
with the University of Strathclyde to design
Syncro system allows complete process
tailored lean Six Sigma courses that involve
control, office communications and
students having to generate at least £2,000
traceability.
worth of savings as a result of project work.
Between the corrugator and the
converting machines sits an impressive
Unsurprisingly, DS Smith Packaging has
secured several industry awards in recent
Dücker automated WIP system. This £3m
years, and now it has two more richly
investment has increased capacity by 30%,
deserved accolades to swell the trophy
while recently introduced RFID technology is
cabinet at Livingston: Highly Commended in
also used to aid material accountability
both Best Household & General Products
throughout the production journey.
Plant, and the Supply Chain Award. ■
www.bestfactoryawards.co.uk
▼
BEST FACTORY AWARDS
Autoglym
Highly Commended: Judges’ Special Award
Rise and shine
Autoglym is on a mission to make the world’s most successful vehicle care products – and judging by
progress to date, its journey is well advanced
B
ecause so many people love their
been saved. At the end of the line is the
cars, vehicle care is big business.
most recent Autoglym investment, an
Letchworth-based Autoglym is certainly
automated case packer capable of packing
capitalising by today manufacturing over
400 bottles a minute.
100 cleaning, polishing and protection
products for the car enthusiast. Moreover,
Despite the many improvements, there
is no complacency here. As part of its
there are a further 20 new products
manufacturing strategy, the management
currently in development.
team has identified a range of gross
Demand is clearly strong, which means
manufacturing operations must be equally
margin projects designed to further
improve operations. Some have already
robust. A step change in production at
produced savings of circa £45,000, and the
Autoglym arrived in 2006, when increasing
company currently has around 100 such
orders meant the company was faced with
projects in progress. Important business
introducing a night shift or scaling-up the
objectives will be driven by a number of
plant. The shrewd management team
key imperatives and ‘must do’s’ that
chose the latter. Ever since, there has been
include further improvements in stock
huge progress in areas such as aqueous
reduction, planning, forecasting, efficiency,
production, which now offers four times
customer service and more. A dedicated CI
more capacity than 2006, blending over 1
million litres of product every month. The
The skills matrix is linked to a
investment totalled around £500,000 but
structured pay matrix. There is also a good
achieved ROI within 12 months.
pension scheme, free-issue shares and
On a similar theme of improvement, the
monthly dividends. There are annual
filling, capping and labelling of volume retail
products now takes place on the
appraisals, paid lunchtimes and Christmas
company’s automated ‘Super’ line, which
bonuses. Autoglym has been in The Sunday
commenced operations in 2011. All 48 retail
Times list of the UK’s ‘Best 100 Companies
products, in four different bottle sizes and
to Work For’ for the past eight years.
In return, the workers display an
with two different closure types, are
exemplary can-do attitude which helps the
produced in batches of around 15,000 on a
single line with vision-enabled technology
company meet demanding monthly
to ensure quality control.
performance targets. Measures include
cost of sales, scrap, overheads, customer
Previously there were three retail
product lines, each of which would be
team is deployed to manage and monitor
down twice a day to allow 30-minute
the projects.
changeovers. Due to a level of redundancy
From a planning perspective, the
built into the new single line configuration,
company takes sales order processing data
around four hours’ downtime per day has
into its Oracle JD Edwards software
system. MRP runs daily, with production
TOP
3
POINTS
▼ Huge advances in all production
areas, focusing on automation and
efficiency
▼ Dedicated CI team driving
improvement projects
▼ Multi-skilled staff deployed to serve
all factory areas
www.bestfactoryawards.co.uk
service, staff absence and housekeeping.
Autoglym also produces a monthly working
capital report focusing on inventory,
including raw materials.
The company has come a long way
since its origins in 1965, today employing
plans and works orders generated by
130 people and exporting to 40 global
line/area to meet the required date. There
markets.
are production team briefings at 07:30
every morning.
Interestingly, there are no team leaders
at Autoglym. Instead, using skills matrices,
Its products are endorsed by almost
every major car manufacturer and 15
racing teams. The company even has two
Royal Warrants of Appointment that see its
the company looks to multi-skill its
products used on vehicles serving HM The
technician-level staff so they can work
Queen and HRH Prince of Wales.
anywhere in the factory. The most trained
worker is now 83% competent across all
Autoglym product labels say ‘Reflecting
the best of British’. Absolutely – a worthy
disciplines – two years ago this would have
Highly Commended in this year’s Judges’
been closer to 20%.
Special Award. ■
BFA-33
▼
BEST FACTORY AWARDS
Herman Miller
Highly Commended: Judges’ Special Award
Sitting pretty
Shipping £90 million of goods every year from its Chippenham facility puts Herman Miller
in the premier league of office furniture manufacturers
and strive for perfection. Loosely based on
12-week bridge programme. As a result,
the Toyota Production System, it embraces
Herman Miller is starting to see daily
a whole suite of technical tools,
changes for the better and a more scientific
philosophies and management systems. For
approach to problem solving. There is also
instance, philosophies include: customers
Kata coaching (a Japanese
first; people are the most valuable
teaching/learning technique) and job
resource; and kaizen is a way of life.
instruction training.
Before HMPS, the company had kaizen
Many generic factory measures have
events, but now it seeks improvements
improved at Herman Miller over the course
every minute of every day. Time is allocated
of the past decade, notably reliability (OTIF)
so that facilitators/leads can address issues
which now stands at 99.4%, and PPM
and drive change. Herman Miller has a lead-
(faults per item shipped, scaled up to a
operator ratio of 8:1 as it believes this best
million), which is now less than 0.1%.
supports CI, and leads spend around 80% of
What’s more, in 2013, the company is
their time engaged in CI activities. The
looking to drive $650,000 out of its total
eating is the core manufactured
remainder is spent filling in for absence,
material costs, as well as a 10%
product at Herman Miller’s
covering breaks or helping out if operators
improvement in units per labour hour.
S
Chippenham factory. However, these are no
fall behind, for example. HMPS uses a
ordinary office chairs. High-end models
structured method for implementing
such as Aeron, Mirra and Sayl are desired
improvements that typically entails
by blue chip customers in industries such
problem investigation and root cause
as banking, accountancy, automotive and
investigation before applying a PDCA (plan,
petroleum, to name but a few. What’s more,
do, check, act) counter measure.
they carry a 12-year warranty, which means
quality is a prerequisite, along with
productivity and cost.
‘Task’ chairs – chairs designed to be
The company’s FMDS (floor
management development system) is the
vehicle deployed for monitoring and driving
metrics-related activities. Five metrics/KPIs
used continuously – are produced on a
are recorded, daily, weekly and monthly:
single piece, 15-stage flow line, where they
safety, quality, cost, performance and HR
are assembled to order on typical takt
development. Essentially, FMDS asks, are
times of 45-65 seconds. There are four
you on target and, if not, what activity is in
different task chair models, although
place to correct the situation?
changeover time is only 30 seconds.
Herman Miller uses an 80:20 (permanent-
Training here is intensive, but it is
undertaken to meet a skills matrix based on
temporary percentage) labour flexibility mix
business needs, not simply to train
to address fluctuations in customer
everyone. A recently introduced HMPS
demand.
Chairs are typically made today for
training programme includes a one-day
introduction, a five-day boot camp and a
The future is certainly bright for
delivery tomorrow – no inventory is held of
finished products. Infor Syteline ERP
(recently upgraded) allows Herman Miller to
monitor customer demand, schedule
delivery dates and track resources, while a
bespoke electronic platform called MySign
permits suppliers to see demand in real
time, confirm delivery and provide
shipment tracking.
The entire manufacturing ethos centres
on HMPS (Herman Miller Performance
System), which was introduced in the late
90s to eliminate difficulty, eradicate waste
34-BFA
Herman Miller. In 2014, the company will
TOP
3
merge its existing three sites into a single,
£13 million, 176,000 sq ft facility at nearby
POINTS
▼ Uses its own manufacturing ethos,
based on TPS, to drive best practice
▼ Deploys leads/facilitators to manage
and drive CI
▼ Relocating to new £13 million facility
next year across manufacturing
operations
Melksham, where it will continue to make
seating fit for a king – or, indeed, God. In an
episode of The Simpsons called ‘Thank
God, It’s Doomsday’, Homer Simpson is
transported to heaven after he correctly
predicts the date and time of the
apocalypse. He meets God, who just
happens to be sitting in one of Herman
Miller’s Aeron chairs. ■
www.bestfactoryawards.co.uk
▼
BEST FACTORY AWARDS
Vi-Spring
Highly Commended: Judges’ Special Award
In bed with success
Founded in 1901, Vi-Spring is the “inventor of the modern bed”, an ethos it has transferred admirably
into the annual production of 135,000 mattresses
T
op-of-the-market beds are the name of
working practice, safety and morale. Of
the game at Plymouth-based Vi-Spring,
course, they must also meet production
a company where comfort is priority based
targets and Vi-Spring cuts no corners when
on a production recipe comprising
it comes to measuring performance:
craftsmanship and natural materials.
While many of the processes here are
operating productivity, non-productive
time, pieces per operator per week, value
inherently labour intensive, this plant is no
per operator and monthly output value are
slouch. For instance, it deploys a bank of 16
all recorded.
automated spring manufacturing machines,
Every Vi-Spring product is made to order
with setting and operating procedures
– no stock is held. A huge product mix of
recently deskilled through process
168,000 combinations is dependent on size,
standardisation. The result is consistent
fabric and spring tension – the biggest
quality and the elimination of variables.
selling bed commands just 0.15% of this
The completed springs move to one-
figure. The company uses its own
piece flow lines with 20-minute takt times
customised Microsoft Access database for
for mattress processes that include
planning: orders and plans are
employees. There are common wage terms
nesting, hog ringing, side stitching,
synchronised overnight with the company’s
and conditions across the workforce that
newly adopted SAP system. The system
encourages a culture of participation and
draws up a rough cut plan, with jobs
sharing. A weekly paid, equal-share bonus
entering a pool of work to be made in a
system is deployed relating to product
specific week. Daily labour requirements
complexity and volume, while a planned
are then generated, with orders scheduled
training structure means 60% of operators
to the day’s production plan.
Impressively, 85% of the company’s
annual £13 million raw material spend is
split among just eight key suppliers. ViSpring has made huge strides in this area
are currently dual- or multi-skilled. People
like it here – only 15% of the 125-strong
workforce has served less than five years.
The wool used by Vi-Spring for its
fillings is an entire story of its own. Suffice
since 1994, when it had 34 main suppliers.
to say the company takes 70% of all the
The rationalisation has come about largely
white wool produced by Shetland. It pays
by encouraging suppliers to offer non-core
above the market rate for the wool to help
products.
support around 700 crofters and their
While 20% of raw material spend is
vendor managed direct to line, a huge 71%
is controlled by the stores team (using
families on the island.
This is indicative of a company keen to
promote its brand and drive market
kanban) directly from the shopfloor, thus
success. And it hasn’t gone unnoticed. Vi-
nurturing empowerment.
Spring secured a 2012 Queen’s Award for
The value of Vi-Spring’s reputation
means the company takes care of its
Enterprise for its growth in export sales:
39% of sales now originate overseas.
assembly, taping, tufting and inspection. A
What’s more, the company now has a
water spider replenishment system based
Highly Commended in the Judges’ Special
on a time slot is used to keep lineside
materials topped up. Divans are produced
on separate lines, while fabrics are
manufactured in another area based on
flow cells.
Cell leaders have a key role at Vi-Spring.
Not only are they responsible for rigorous
quality standards – the beds have a lifetime
guarantee against manufacturing defects –
they must maintain line balance, support
KPI achievements, and promote good
www.bestfactoryawards.co.uk
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3
Award to add to its trophy cabinet.
POINTS
▼ Lean manufacturing used to combat
enormous product complexity
▼ 71% of raw material spend managed
by shopfloor staff
▼ Process standardisation has
deskilled spring making set-ups and
operations
Unlike its customers, Vi-Spring refuses
to get comfortable. Always looking for
progress, the company deploys year-byyear operating improvement plans,
detailing objectives, responsibilities and
targets. Increased adoption of lean
techniques since 1994 has left the
company in very good shape – there is now
the potential to grow the business 50%
using existing space! ■
BFA-35
sharing
manufacturing excellence
The Best Factory Conference
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19-20 March 2014
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